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Choosing the best Computerized Maintenance Management CMMS Software

The computerized maintenance management software is specifically designed to manage maintenance and operations of a single building or national enterprise. The CMMS stores important maintenance data on the desktop that provides any company the capability to track work orders, instantly determine the assets needs for reactive proactive maintenance and generate relevant usage reports.

Most companies are looking to invest in a computerized maintenance management software that helps to saves money in the long run and it extend asset lifespan. The CMMS software is also referred to as enterprise asset management software, facilities management software or preventative maintenance software. CMMS software is designed to improve productivity, reduce downtime on assets and increase efficiencies for maintenance staff, vendors and contractors.

 

CMMS Software minimum Features

Maxpanda CMMS software includes important features that will provide the best experience to any business owner. Some of the core offerings that you can find in most enterprise CMMS software are asset records, technical records, work order management, pm maintenance scheduling and service work capability.

 

  • Work orders – The work order helps to track the repairs and maintenance which outlines relevant information on the asset or location. What parts were required for replacement? Time tracking for maintenance staff and vendor, Task list required to complete prior to completing the work order, Updated photos on job completion and more.

 

  • Technician record – Includes technician records that allows users to store the important about the maintenance employees such as training, certifications and more.

 

  • Mobile interface – It has mobile application offering all employees 24/7 access to the software through Smartphones Tablets.

 

  • Asset records – The asset records centralize purchase dates, warranty, serial number, cost, location etc.

 

  • Multi-location management – It has a Multi-location management feature that has the capacity to handle several facilities within the software. Maxpanda includes up to 100 Sites, that’s 100 different databases managing unlimited amount of buildings, assets, parts and people in each Site.

 

  • Analytics and Reporting – Reporting and analytics can range from the fundamental template reports pre designed by the CMMS provider to customized analytics requested by the client.

 

  • Inventory management – It collects the information on the purchase orders, supplies and parts such as supplier, location, quantity, cost and more. Users receive email and push notifications when stock reordering ensuring fulfillment is always met for work.

 

  • Preventive maintenance scheduling – It helps to define, assign, execute and monitor the scheduled maintenance. It has options for scheduling maintenance depending on calendar dates or time such as cycles.

 

Guide to finding the Best Computerized Maintenance Management Software

CMMS software is an important tool for the organization. The maintenance and facilities management software increases workflow as usage increases. By using CMMS software you can check the details about the parts, assets, locations, buildings and procedures necessary to perform required jobs. When you are choosing the Computerized Maintenance Management Software you should consider:

  • Functionality

The functionality is one of the most important factors to consider when choosing the right maintenance software for your company. Does the app include all the minimum functions required to gather all relevant data for reporting and cost analysis? Is the CMMS simple to use for your nontechnical staff? Is initial setup quick and painless with no costs involved?

  • Mobile devices

Does the maintenance software support mobile devices? Does the software support all mobile devices that allow workers to maintain communication 24/7? The CMMS apps are specially designed for Android, iOS and other devices.

  • Customer reviews

Customer reviews are vital factors to consider before subscribing to any CMMS maintenance software. They offer details about the software such as features, cost, support and general usage. Read a few of Maxpanda’s customer reviews here.

  • Cost

Cost may or may not be a critical factor to consider. Self-hosted maintenance software is expensive when compared to a SaaS subscription model such as Maxpanda CMMS.

 

Benefits of Computerized Maintenance Management software

The Computerized Maintenance Management software is one of the most popular and required operational tools for maintaining capital asset costs towards any size company. This software allows the business owner to track related tasks such as cleaning, inspections and planned maintenance for each asset or building. Implementing CMMS software at the manufacturing plant is a perfect choice. The CMMS assists all users to create and track work order progress and extend equipment life by scheduling preventive maintenance on the assets, locations and tools in the facility.

Reducing Overtime

CMMS helps to reduce overtime and the requirement for emergency repairs and maintenance. With scheduled maintenance, the maintenance work is performed efficiently and within the manufacturers recommended time periods.

Planned Preventative Maintenance

This software automates the planned scheduling of the maintenance, cleaning and repairs. Switching to proactive maintenance helps extend equipment life dramatically while reducing the operating expense for the organization.

Reducing Paperwork

CMMS software helps to eliminate the need for clipboards, spreadsheets and miscellaneous paperwork that can be lost or forgotten. The software helps to capture the information automatically and permanently. Users may view details regarding the work orders on their mobile devices, desktop or print. Users do not need to search folders, filing cabinets and other storage bins to find the important details they need for maintenance and operations.

Enhanced Safety

The CMMS software helps the company in checking as well as maintaining the equipment irregularly. Offering high safety standards to reduce work loss due to accidents or insufficient information making the equipment safer for the environment and operator as a while.

Improving Productivity

One of the main benefits of using CMMS Maintenance software is improving productivity. It can be linked to the mobile device to allow access in real-time for relevant information about the equipment, location, customer, staff, part and invoice.

 

Maxwell Davidson, Support Analyst | app.maxpanda.com

 

Effect of PM Frequency Reduction on Assets Reliability

SUMMARY

limit pm schedulesLean Manufacturing and Lean Maintenance target the identification and elimination of waste through continuous improvement. The problem of under-maintaining assets is often addressed through loss elimination and continuous improvement programs. The problem of over-maintaining by comparison receives little attention. Left unattended the over-maintaining of assets silently and continuously squanders precious maintenance resources.

Industry has been conservative in its approach to setting preventive maintenance intervals. On some sites:

· 80 % of Preventive Maintenance costs are spent on activities with a frequency 30 days or less.
· 30 to 40% of Preventive Maintenance costs are spent on assets with negligible failure impact.

We now explore the impact of frequency on the over maintaining problem and proposes, with the use of a case study, low risk methods for reducing Preventive Maintenance costs. Keywords: Preventive Maintenance, Waste Elimination, Activities, Frequency, Analysis, Cost Reduction.

INTRODUCTION

Buell and Smedley define Lean Manufacturing as “a systematic approach to identifying and eliminating waste through continuous improvement”. Waste is further defined as “anything that adds no value to the manufacturing process. Common sources of waste in manufacturing are identified (2) as:

· Overproduction – Producing product quantity in excess of requirement or demand.
· Inventory – Producing levels of end product or work in progress above the optimum.
· Waiting – Delays in the production process.
· Transportation – Transporting end product or work in progress unnecessarily.
· Motion – Unnecessary motion of workers, assets or materials associated with production.
· Processing – Redundant steps or activities in the production process.

Reducing the Cost of Preventive Maintenance

The application of the term “Lean” to maintenance similarly aims to target waste. Bever estimates that between 18% and 30% of every dollar spent on maintenance is wasted. Greg is reported as observing that maintenance operations may be wasting up to 25 percent of available labour and that up to 60 percent of this waste results from activities that add no value to the performance of the plant. Similar categories of waste identified for Lean Manufacturing can be applied to the exploration of Lean Maintenance. Building on a list developed by O’Hanlon, seven categories of waste in maintenance are summarised as follows:

· Overproduction – Performing preventive and predictive maintenance activities at intervals more often than optimal
· Inventory – Overstocking maintenance spares with slow moving parts and secret inventories.
· Waiting – Waiting for tools, parts documentation, transportation, etc.
· Transportation – Time spent walking, running, driving, and flying associated with maintenance work
· Motion –PM performed that adds no value to the prevention of downtime.
· Processing– Opportunity to improve the quality of repairs in reactive or breakdown maintenance.
· Defects – Asset failure caused by under-maintaining assets or maintenance rework.

Waste in maintenance can be considered as a problem of strategy, planning and control. This paper is specifically concerned with waste arising from strategic decision making. This particularly targets maintenance waste associated with “overproduction”, “inventory” and “motion” from the above list. These three topics are referred to specifically as over-maintaining.

THE PROBLEM OF OVER-MAINTAINING

Under-maintaining assets is characterised by:

· Preventive activities not performed or performed at too long intervals
· Ineffective or non-existent preventive activities
Under-maintaining assets leaves an evident waste trail as it often results in frequent and long breakdowns, high
levels of unplanned work and lost production and output. Under-maintaining is a regular target of continuous
improvement programs.

Over-maintaining is characterised by:

· Performing preventive maintenance activities at more frequent intervals than necessary
· Performing preventive maintenance activities that add no value to the output
· PM activities are ineffective at detecting failure and are a waste of time
· PM Activities are redundant (i.e. duplicate other effort)

Over-maintaining assets leaves a less obvious waste trail. We are inclined to believe that our preventive maintenance activities are effective if we are not constantly rectifying breakdowns. When left unchallenged over-Reducing the Cost of Preventive Maintenance

PREVENTIVE MAINTENANCE

In this paper, the term Preventive Maintenance refers to any activity that is designed to:

· Predict the onset of component failure,
· Detect a failure before it has an impact on the asset function,
· Repair or replace asset before failure occurs.

Preventive Maintenance has two features, an activity to be performed, and a frequency at which the activity is performed. A reduction in waste in Preventive Maintenance can target either the Preventive Maintenance activity or its frequency.

Preventive Maintenance Activities

In many businesses, Preventive Maintenance activities have been established over time with little technical discipline supporting the decision process. This has resulted in Preventive Maintenance
activities that:

· Are ineffective in detecting the onset of failure,
· Duplicate the effort of other preventive activities,
· Are missing for critical failures.

A review of Preventive Maintenance activities requires an assessment of the modes and consequence of failure contrasted with the effectiveness of the proposed or actual activity. One method of performing a review of Preventive Maintenance activities is by hypothetical failure analysis. Analyses in this category develop Preventive Maintenance activities based on an analysis of failure risk.
Analyses in this category are typified by RCM II after Moubray (5), however there are many derivatives of this approach in practice. This type of approach generally ignores the existing Preventive Maintenance activities and compares results with existing maintenance programs after the analysis is complete. Hardwick and Winsor (6) describe the development of new maintenance standards for Energy Australia based on the application of RCM principles. Regarded as a successful technical and change management project, there were significant benefits estimated on 25000 Pole and Kiosk Substations. The traditional maintenance program had demanded an annual budget $6.875M per year. Typically $3.75M per year had been budgeted for, with the budget shortfall showing as work backlog. As a result of the project, new maintenance standards were developed. These changes did not affect the period or frequency of the preventive maintenance, but only the methodology or activities. The resulting maintenance program demanded a budget of $2M per year. With full implementation of the new program, a payback period for the project is estimated to be 4 months. This example clearly demonstrates the extent of the over-maintaining problem as well as the effectiveness of a successful review of preventive maintenance activities by hypothetical failure analysis. Another method of performing a review of Preventive Maintenance activities is a “Reverse RCM” process in which each activity is reviewed and tested for its purpose, value and possible duplication against other

A straw survey of industry supported by published maintenance frequencies shows a distinct preference for certain intervals when specifying Preventive Maintenance frequencies.

These are:

· Monthly
· Quarterly (3 Monthly)
· Semi Annually (6 Monthly)
· Annually

This observation supports the contention that maintenance frequencies based on “personal judgement” are heavily influenced by monthly and annual calendar cycles. If each of these frequencies was extended by just one week most maintenance facilities could realise a 20% reduction in the direct cost of their Preventive Maintenance Program such as Maxpanda CMMS. If Preventive Maintenance activities are allocated to the preferred frequency intervals above in a conservative manner it is easy to imagine a situation for many activities of over-maintaining by a factor of up to 200%. The resulting over-maintaining adds little or no value to the detection or prevention of asset failure.

Impact of Preventive Maintenance Frequency on Reliability

It is assumed that as Preventive Maintenance frequency increases (i.e. the interval between Preventive Maintenance activities is reduced) the cost of performing the Preventive maintenance activity increases. It is also often assumed that the probability of failure reduces with increased Preventive Maintenance frequency. The relationship between Preventive Maintenance frequency and the probability of failure prevention (assumes that the Preventive Maintenance activity is successful and the penalty costs are avoided).

Frequency
Probability of Failure
Prevention

Effect of PM Frequency Reduction on Assets Reliability

The challenge associated with frequency reduction is that without reasonable failure data or history, it is difficult to know where the current Preventive Maintenance frequency sits on the graph. Reductions in the “Danger Zone” indicated in Figure 4, would result in proportional reductions in assets reliability. If the current maintenance frequency is low then significant reductions in reliability may not be apparent for some time. If the current maintenance frequency were high, then reductions in maintenance frequency within the “Danger Zone” would result in more Immediate reductions in reliability.

Frequency reduction may only be a reasonable strategy where the consequences of failure are
low and the current frequency is high. Minor reductions in maintenance frequency with these
characteristics can yield considerable returns as demonstrated in the following case study.

CASE STUDY – WASTE ELIMINATION THROUGH FREQUENCY REDUCTION

The following case study is from the manufacturing sector. The maintenance facility had recently conducted a review of their Preventive Maintenance activities, but backlog was continuing to climb as work was deferred. Site personnel were concerned that:

· Work backlog would rise to unmanageable levels,
· Critical Preventive Maintenance activities were being neglected in the deferred work

A further review of the Preventive Maintenance activities was considered to be of little value. For this reason it was decided to target the maintenance frequencies for possible reduction.

Reducing the Cost of Preventive Maintenance

Assets Criticality Rating: The criticality ratings were applied to individual Preventive Maintenance activities. The relative number of Preventive Maintenance activities in each of the Business Impact categories is shown. This chart shows that a high proportion of activities were directed at the prevention of “Negligible Impact” failures or failures with low levels of “Loss of Production” Safety / Environmental 22% Total Production Stopper 0% Partial Production Stopper 44% Negligible Impact 34%

CONCLUSION

Preventive Maintenance activities can have a significant impact on waste in maintenance and manufacturing as a result of both under-maintaining and over-maintaining. The problem of over-maintaining receives little attention by comparison with under-maintaining. The choice of Preventive Maintenance frequency impacts the total cost of the Preventive Maintenance program.
Conservative approaches to setting Preventive Maintenance frequencies increase maintenance waste while adding little or no value to the detection or prevention of asset failure.
The review of Preventive Maintenance activities has been shown in the past to effectively reduce waste caused by over-maintaining. A review of Preventive Maintenance frequencies offers further opportunities to reduce Preventive Maintenance effort. The reduction of Preventive Maintenance frequencies for high frequency activities on low criticality assets provides a method for quickly and effectively reducing Preventive Maintenance costs and eliminating maintenance waste.

Maxwell Davidson,
Business Analyst – Maintenance PM WO mt
Maxpanda CMMS |max@maxpanda.com | https://www.maxpanda.com | +424-272-6675

operating asset

The Plant Wellness Way EAM System-of-Reliability

Start turning an operation with a production and maintenance rat race into one with world class operating assets by making just one asset world class reliable, then a second asset, then a third, then add a few COMPLETED Work Orders.

Your company’s maintenance and production performance are set by the systems and processes you use daily and in between shutdowns. Organizations with rat race behaviors have their systems and processes made them work as such. Breaking-out of the production and maintenance rat race needs new processes and software systems implemented that don’t allow rat race behaviors to start. Using the Plant Wellness Maxpanda EAM strategy will change your enterprise asset management system for the better and the rest of your sub-processes into a world class solution. You will only use those methods and practices that bring the greatest production and maintenance successes by setting up and following your set preventive maintenance schedule and task library units.

Introducing Maxpanda CMMS to stop the maintenance rat race and bring world class reliability success into your company is done one operating asset at a time.

operating assetSuccessful change management needs a true belief that the change is truly worthwhile, and its achievement is certain. In a Plant Wellness Maxpanda EAM transition, you start with one equipment item and make it world class reliable within days not weeks. You change to Maxpanda asset management system and processes that impact just that item of plant. Once you get the first operating asset up to world class performance you do the same to another asset, and the rest. Staff will soon view your new process as a winning environment. Stop the paper notes, spreadsheet mentally today, seriously. That thought of saving money from using CMMS software is such an old school methodology that it creates environments of discourse.

Because you designed and proof-tested the Plant Wellness Way Maxpanda EAM system on individual items of plant until they were all world class reliable equipment, everyone knows that you have a highly successful solution on your hand, so what’s holding you back?

Once your people and senior management see how straight-forward, practical, and fast Plant Wellness Maxpanda EAM is, you’ll be able to ramp-up the speed and get the rest of your operation changed into a Plant Wellness Way EAM site super fast.

Your system and process should focus now from maintenance rat race to world class asset health and wellness.

Changing from rat race maintenance behaviour to world class reliability one asset at a time is done by focusing the power of Plant Wellness Maxpanda EAM Asset Management methodology on all the systems and assets. Select and embed into each phase of the asset life cycle those actions and activities that maximize operating asset reliability will be easily Reported on in a week. Running 25 different system Reports in Maxpanda as well as scheduling the reports for viewing in various formats when you want and with data since you start with Maxpanda CMMS.

Because the Plant Wellness Maxpanda EAM methodology demands a life cycle perspective, it ensures you build a business-wide, life cycle long “asset wellness system” for your first chosen equipment. Having done all the hard work with establishing design engineering, supply chain, operating, po, maintenance strategy and practices for maximize reliability on the first asset, it’s much simpler to do that for the second asset. In fact with Maxpanda you can and should apply the method to all your assets if you have similar experience in CMMS.

Step by step, one asset after the other, you begin slowly to change your company. Soon you build a track record of great success through Plant Wellness Maxpanda EAM.

To learn how Plant Wellness Maxpanda EAM and how our CMMS can get you to your pinnacle of maintenance and operations – contact us or schedule a private webinar.

– Maxwell Davidson

 

 

 

pci compliance

Payment Card Industry (PCI) Data Security Standard

Payment Card Industry (PCI)
Data Security Standard
Self-Assessment Questionnaire A
and Attestation of Compliance
Card-not-present Merchants,
All Cardholder Data Functions Fully Outsourced
For use with PCI DSS Version 3.2
Revision 1.1
January 2017
PCI DSS v3.2 SAQ A, Rev. 1.1 January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page i
Document Changes
Date PCI DSS
Version
SAQ
Revision Description
October 2008 1.2 To align content with new PCI DSS v1.2 and to
implement minor changes noted since original v1.1.
October 2010 2.0 To align content with new PCI DSS v2.0 requirements
and testing procedures.
February 2014 3.0
To align content with PCI DSS v3.0 requirements and
testing procedures and incorporate additional response
options.
April 2015 3.1 Updated to align with PCI DSS v3.1. For details of PCI
DSS changes, see PCI DSS Summary of Changes
from PCI DSS Version 3.0 to 3.1.
July 2015 3.1 1.1 Updated version numbering to align with other SAQs.
April 2016 3.2 1.0 Updated to align with PCI DSS v3.2. For details of PCI
DSS changes, see PCI DSS Summary of Changes
from PCI DSS Version 3.1 to 3.2.
Requirements added from PCI DSS v3.2 Requirements
2, 8, and 12.
January 2017 3.2 1.1 Updated Document Changes to clarify requirements
added in the April 2016 update.
Added note to Before You Begin section to clarify intent
of inclusion of PCI DSS Requirements 2 and 8.
PCI DSS v3.2 SAQ A, Rev. 1.1 January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page ii
Table of Contents
Document Changes …………………………………………………………… i
Before You Begin …………………………………………………………………..iii
PCI DSS Self-Assessment Completion Steps …………………………………………. iv
Understanding the Self-Assessment Questionnaire …………………… iv
Expected Testing …………………………………….. iv
Completing the Self-Assessment Questionnaire ……………………… v
Guidance for Non-Applicability of Certain, Specific Requirements ………….. v
Legal Exception ………………………….. v
Section 1: Assessment Information …………………………. 1
Section 2: Self-Assessment Questionnaire A …………………. 4
Build and Maintain a Secure Network and Systems …………………… 4
Requirement 2: Do not use vendor-supplied defaults for system passwords and other security
parameters …………………… 4
Implement Strong Access Control Measures ………………………… 5
Requirement 8: Identify and authenticate access to system components ………… 5
Requirement 9: Restrict physical access to cardholder data ………………. 6
Maintain an Information Security Policy ………………… 8
Requirement 12: Maintain a policy that addresses information security for all personnel ………………… 8
Appendix A: Additional PCI DSS Requirements …………….. 10
Appendix A1: Additional PCI DSS Requirements for Shared Hosting Providers ………………………. 10
Appendix A2: Additional PCI DSS Requirements for Entities using SSL/early TLS ………………….. 10
Appendix A3: Designated Entities Supplemental Validation (DESV) ………………………………………. 10
Appendix B: Compensating Controls Worksheet …………………………………………………………………… 11
Appendix C: Explanation of Non-Applicability ……………………………………………………………………….. 12
Section 3: Validation and Attestation Details ……………………………………………………………13
PCI DSS v3.2 SAQ A, Rev. 1.1 January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page iii
Before You Begin
SAQ A has been developed to address requirements applicable to merchants whose cardholder data
functions are completely outsourced to validated third parties, where the merchant retains only paper
reports or receipts with cardholder data.
SAQ A merchants may be either e-commerce or mail/telephone-order merchants (card-not-present), and
do not store, process, or transmit any cardholder data in electronic format on their systems or premises.
SAQ A merchants confirm that, for this payment channel:
Your company accepts only card-not-present (e-commerce or mail/telephone-order) transactions;
All processing of cardholder datais entirely outsourced to PCI DSS validated third-party service
providers;
Your company does not electronically store, process, or transmit any cardholder data on your
systems or premises, but relies entirely on a third party(s) to handle all these functions;
Your company has confirmed that all third party(s) handling storage, processing, and/or
transmission of cardholder data are PCI DSS compliant; and
Any cardholder data your company retains is on paper (for example, printed reports or receipts),
and these documents are not received electronically.
Additionally, for e-commerce channels:
All elements of the payment page(s) originate only and directly
from a PCI DSS validated third-party service provider(s).
This SAQ is not applicable to face-to-face channels.
This shortened version of the SAQ includes questions that apply to a specific type of small merchant
environment, as defined in the above eligibility criteria. If there are PCI DSS requirements applicable to
your environment that are not covered in this SAQ, it may be an indication that this SAQ is not suitable for
your environment. Additionally, you must still comply with all applicable PCI DSS requirements in order to
be PCI DSS compliant.

Note: For this SAQ, PCI DSS Requirements that address the protection of computer systems (for
example, Requirements 2 and 8) apply to e-commerce merchants that redirect customers from their
website to a third party for payment processing, and specifically to the merchant webserver upon which
the redirection mechanism is located. Mail order/telephone order (MOTO) or e-commerce merchants that
have completely outsourced all operations (where there is no redirection mechanism from the merchant
to the third party) and therefore do not have any systems in scope for this SAQ, would consider these
requirements to be Refer to guidance on the following pages for how to report
requirements that are not applicable.

PCI DSS v3.2 SAQ A, Rev. 1.1 January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page iv
PCI DSS Self-Assessment Completion Steps

1. Identify the applicable SAQ for your environment refer to the Self-Assessment Questionnaire Instructions and Guidelines document on PCI SSC website for information.
2. Confirm that your environment is properly scoped and meets the eligibility criteria for the SAQ you are using (as defined in Part 2g of the Attestation of Compliance).
3. Assess your environment for compliance with applicable PCI DSS requirements. 4. Complete all sections of this document:
Section 1 (Parts 1 & 2 of the AOC) Assessment Information and Executive Summary. Section 2 PCI DSS Self-Assessment Questionnaire (SAQ A)
Section 3 (Parts 3 & 4 of the AOC) Validation and Attestation Details and Action Plan for Non-Compliant Requirements (if applicable)
5. Submit the SAQ and Attestation of Compliance (AOC), along with any other requested documentation such as ASV scan reports to your acquirer, payment brand or other requester.
Understanding the Self-Assessment Questionnaire The questions contained in the column in this self-assessment questionnaire are
based on the requirements in the PCI DSS. Additional resources that provide guidance on PCI DSS requirements and how to complete the selfassessment questionnaire have been provided to assist with the assessment process. An overview of some of these resources is provided below:

Document Includes:

PCI DSS (PCI Data Security Standard Requirements and Security Assessment
Procedures) Guidance on Scoping
Guidance on the intent of all PCI DSS Requirements
Details of testing procedures
Guidance on Compensating Controls
SAQ Instructions and Guidelines
documents
Information about all SAQs and their eligibility criteria
How to determine which SAQ is right for your
organization
PCI DSS and PA-DSS Glossary of
Terms, Abbreviations, and Acronyms
Descriptions and definitions of terms used in the PCI
DSS and self-assessment questionnaires
These and other resources can be found on the PCI SSC website (www.pcisecuritystandards.org).
Organizations are encouraged to review the PCI DSS and other supporting documents before beginning
an assessment.
Expected Testing
PCI DSS, and provide a high-level description of the types of testing activities that should be performed in
order to verify that a requirement has been met. Full details of testing procedures for each requirement
can be found in the PCI DSS.

PCI DSS v3.2 SAQ A, Rev. 1.1 January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page v

Completing the Self-Assessment Questionnaire
For each question, status regarding that
requirement. Only one response should be selected for each question.
A description of the meaning for each response is provided in the table below:
Response When to use this response:
Yes The expected testing has been performed, and all elements of the
requirement have been met as stated.
Yes with CCW
(Compensating
Control Worksheet)
The expected testing has been performed, and the requirement has
been met with the assistance of a compensating control.
All responses in this column require completion of a Compensating
Control Worksheet (CCW) in Appendix B of the SAQ.
Information on the use of compensating controls and guidance on how
to complete the worksheet is provided in the PCI DSS.
No Some or all elements of the requirement have not been met, or are in
the process of being implemented, or require further testing before it will
be known if they are in place.
N/A
(Not Applicable)
The requirement does not apply to the environment. (See
Guidance for Non-Applicability of Certain, Specific Requirements below
for examples.)
All responses in this column require a supporting explanation in
Appendix C of the SAQ.
Guidance for Non-Applicability of Certain, Specific Requirements
If any requirements are deemed not applicable to your environment, select the
specific requirement, and –
entry.
Legal Exception
If your organization is subject to a legal restriction that prevents the organization from meeting a PCI DSS
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 1: Assessment Information January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 2
Part 2b. Description of Payment Card Business
How and in what capacity does your business
store, process and/or transmit cardholder data?
Part 2c. Locations
List types of facilities (for example, retail outlets, corporate offices, data centers, call centers, etc.) and a
summary of locations included in the PCI DSS review.
Type of facility
Number of facilities
of this type Location(s) of facility (city, country)
Example: Retail outlets 3 Boston, MA, USA
Part 2d. Payment Application
Does the organization use one or more Payment Applications? Yes No
Provide the following information regarding the Payment Applications your organization uses:
Payment Application
Name
Version
Number
Application
Vendor
Is application
PA-DSS Listed?
PA-DSS Listing Expiry
date (if applicable)
Yes No

Part 2e. Description of Environment
Provide a high-level description of the environment covered by
this assessment.
For example:
Connections into and out of the cardholder data environment
(CDE).
Critical system components within the CDE, such as POS
devices, databases, web servers, etc., and any other
necessary payment components, as applicable.
Does your business use network segmentation to affect the scope of your PCI DSS
environment?
(Refer to Network Segmentation section of PCI DSS for guidance on network
segmentation)
Yes No
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 1: Assessment Information January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 3
Part 2f. Third-Party Service Providers
Does your company use a Qualified Integrator & Reseller (QIR)?
If Yes:
Name of QIR Company:
QIR Individual Name:
Description of services provided by QIR:
Yes No
Does your company share cardholder data with any third-party service providers (for
example, Qualified Integrator & Resellers (QIR), gateways, payment processors, payment
service providers (PSP), web-hosting companies, airline booking agents, loyalty program
agents, etc.)?
Yes No
If Yes:
Name of service provider: Description of services provided:
Note: Requirement 12.8 applies to all entities in this list.
Part 2g. Eligibility to Complete SAQ A
Merchant certifies eligibility to complete this shortened version of the Self-Assessment Questionnaire
because, for this payment channel:
Merchant accepts only card-not-present (e-commerce or mail/telephone-order) transactions);
All processing of cardholder data is entirely outsourced to PCI DSS validated third-party service
providers;
Merchant does not electronically store, process, or transmit any cardholder data on merchant systems
or premises, but relies entirely on a third party(s) to handle all these functions;
Merchant has confirmed that all third party(s) handling storage, processing, and/or transmission of
cardholder data are PCI DSS compliant; and
Any cardholder data the merchant retains is on paper (for example, printed reports or receipts), and
these documents are not received electronically.
Additionally, for e-commerce channels:
All elements of the payment page(s) only and directly
from a PCI DSS validated third-party service provider(s).
2018-07-22

PCI DSS v3.2 SAQ A, Rev. 1.1 Section 2: Self-Assessment Questionnaire January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 10
Appendix A: Additional PCI DSS Requirements
Appendix A1: Additional PCI DSS Requirements for Shared Hosting Providers
This appendix is not used for merchant assessments.
Appendix A2: Additional PCI DSS Requirements for Entities using SSL/early TLS
This appendix is not used for SAQ A merchant assessments
Appendix A3: Designated Entities Supplemental Validation (DESV)
This Appendix applies only to entities designated by a payment brand(s) or acquirer as requiring
additional validation of existing PCI DSS requirements. Entities required to validate to this Appendix
should use the DESV Supplemental Reporting Template and Supplemental Attestation of Compliance for
reporting, and consult with the applicable payment brand and/or acquirer for submission procedures.
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 2: Self-Assessment Questionnaire January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 11
Appendix B: Compensating Controls Worksheet
YES with CCW
checked.
Note: Only companies that have undertaken a risk analysis and have legitimate technological or
documented business constraints can consider the use of compensating controls to achieve compliance.
Refer to Appendices B, C, and D of PCI DSS for information about compensating controls and guidance
on how to complete this worksheet.
Requirement Number and Definition:
Information Required Explanation

1. Constraints List constraints precluding compliance with the original requirement.
2. Objective Define the objective of the original control; identify the objective met by
the compensating control.
3. Identified Risk Identify any additional risk posed by the lack of the original control.
4. Definition of Compensating Controls Define the compensating controls and explain how they address the
objectives of the original control and the increased risk, if any.
5. Validation of Compensating Controls Define how the compensating controls were validated and tested.
6. Maintenance Define process and controls in place to
maintain compensating controls.

PCI DSS v3.2 SAQ A, Rev. 1.1 Section 2: Self-Assessment Questionnaire January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 12
Appendix C: Explanation of Non-Applicability
If the (Not Applicable) column was checked in the questionnaire, use this worksheet to explain why
the related requirement is not applicable to your organization.
Requirement Reason Requirement is Not Applicable
Example:
3.4 Cardholder data is never stored electronically
Stripe
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 3: Validation and Attestation Details January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 13
Section 3: Validation and Attestation Details
Part 3. PCI DSS Validation
This AOC is based on results noted in SAQ A (Section 2), dated (SAQ completion date).
Based on the results documented in the SAQ A noted above, the signatories identified in Parts 3b-3d, as
applicable, assert(s) the following compliance status for the entity identified in Part 2 of this document:
(check one):
Compliant: All sections of the PCI DSS SAQ are complete, all questions answered affirmatively,
resulting in an overall COMPLIANT rating; thereby (Merchant Company Name) has demonstrated full
compliance with the PCI DSS.
Non-Compliant: Not all sections of the PCI DSS SAQ are complete, or not all questions are answered
affirmatively, resulting in an overall NON-COMPLIANT rating, thereby (Merchant Company Name) has
not demonstrated full compliance with the PCI DSS.
Target Date for Compliance:
An entity submitting this form with a status of Non-Compliant may be required to complete the Action
Plan in Part 4 of this document. Check with your acquirer or the payment brand(s) before completing
Part 4.
Compliant but with Legal exception:
restriction that prevents the requirement from being met. This option requires additional review from
acquirer or payment brand.
If checked, complete the following:
Affected Requirement Details of how legal constraint prevents requirement being met
Part 3a. Acknowledgement of Status
Signatory(s) confirms:
(Check all that apply)
PCI DSS Self-Assessment Questionnaire A, Version (version of SAQ), was completed according to the
instructions therein.
All information within the above-referenced SAQ and in this attestation fairly represents the results of
my assessment in all material respects.
I have confirmed with my payment application vendor that my payment system does not store sensitive
authentication data after authorization.
I have read the PCI DSS and I recognize that I must maintain PCI DSS compliance, as applicable to
my environment, at all times.
If my environment changes, I recognize I must reassess my environment and implement any additional
PCI DSS requirements that apply.
PCI DSS v3.2 SAQ A, Rev. 1.1 Section 3: Validation and Attestation Details January 2017
© 2006-2017 PCI Security Standards Council, LLC. All Rights Reserved. Page 15
Part 4. Action Plan for Non-Compliant Requirements
Select the appropriate t for each requirement. If you
o may be required to provide the date your Company expects to be
compliant with the requirement and a brief description of the actions being taken to meet the requirement.
Check with your acquirer or the payment brand(s) before completing Part 4.
PCI DSS
Requirement* Description of Requirement
Compliant to PCI
DSS Requirements
(Select One)
Remediation Date and Actions
(If selected for any
Requirement)
YES NO
2 Do not use vendor-supplied
defaults for system passwords and
other security parameters
8 Identify and authenticate access to
system components
9 Restrict physical access to
cardholder data
12
Maintain a policy that addresses
information security for all
personnel

* PCI DSS Requirements indicated here refer to the questions in Section 2 of the SAQ.

DOWNLOAD MAXPANDA’S PCI / DATA COMPLIANCE DOCS – pci-compliance-maxpanda

zapier maxpanda api

Integrated CRM & Accounting

­Maxpanda mAPI Integration – Getting started with Zapier

 

Integrate your various applications to Maxpanda CMMS using Zapier. Zapier is a platform which connects apps with each other without having to write any computer code.

To learn more about Zapier read this – short article.

To get started with Maxpanda App on Zapier – click here.

DOWNLOAD THE FREE PDF FILE FOR DISTRIBUTION: Maxpanda-Zapier

You can use Maxpanda CMMS + any Zapier integration as long as you have a Maxpanda “Enhanced, Standard, Pro or Enterprise” subscription plan.  Compare your plan that supports Auto Sync Client Data hereIf your app is supported in Zapier you may integrate with Maxpanda CMMS. Zapier supports thousands of apps. Review supported apps online at https://zapier.com/apps

Here are few use cases where you can integrate Maxpanda with apps.

  1. When a new customer invoice is created in Maxpanda, a Zapier integration can directly create an invoice in your accounting software (If it is supported in Zapier). Quickbooks , Xero, Freshbooks, Zoho Books are few supported accounting packages. There are thousands of supported accounting apps.
  2. When a new customer is created in your CRM software or accounting software, Zappier can create that customer in your Maxpanda CMMS account automatically.
  3. Vendor Management: A vendor can also automatically be created in Maxpanda CMMS if such vendor gets created in your ERP or CRM software.

 

Getting Started:

 

  • If you are on supported subscription plan, login with company admin access.
  • Go to profile page and select enable all Users access to mApi & to the user you want to access integration.
  • Please note: The transactions completed using API / Integration will be completed through the individual user.

 

After enabling access – logout & login again with the User who has mApi access. User should now see an integration menu at the top right dropdown.

Select the Integration Menu: Here you’ll see a Generate Key button under Application & mAPI.

Press the “Generate” key button to generate a Private Key for your Zapier integration.

Please note: Do not regenerate key more than once. If you regenerate your key you have to reconnect your Zapier integrations with the new key.

 

Let’s start creating an integration.

Use Case: “Integrating with QuickBooks” – If a new Customer Invoice gets created in Maxpanda then it also gets created in QuickBooks. This can be done with any supported accounting app once your Maxpanda account is integrated with Zappier.

 

Create a Zapier account if you don’t have one.

Use this link to access Maxpanda App on Zapier. You can also search it in Zapier app directory.

zapier maxpanda api

Click Accept & Build Zap button on this invitation page.

Click on Make a Zap.

Now we want to push all new customer invoices to QuickBooks

invoices to QuickBooks

Provide a suitable name to your new Zap (a Zap is an integration configuration between Zapier, Maxpanda and any other app).

Then select Maxpanda CMMS as your Trigger App.

Under trigger click choose app & select Maxpanda.

 

Selecting a trigger app: In this use case let’s select a trigger when a new Customer Invoice gets created.

 

Click Save & Continue.

 Customer Invoice

Click connect an Account button. It will ask you for your Api Key. Enter the key generated under the Application & mAPI section of Maxpanda.

zapier maxpanda api

After your key is entered, press test button & verify that your test is successful.

zapier maxpanda api

 

 

At this point Maxpanda CMMS should be connected to Zapier

At this point Maxpanda CMMS should be connected to Zapier.

Zapier will now fetch a single invoice to ensure all invoice fields are valid. Make sure you have at least one customer invoice created in Maxpanda CMMS for this test to be successful.

Successful test should show only one fetched invoice.

api success

 

In this next step we have to connect with your target application (Quickbooks, Freshbooks etc…). In this case, we are connecting to QuickBooks accounting software.

Step 2: Choose your accounting app under action

Select QuickBooks for integration

Select QuickBooks for integration

Now we want to create a new invoice in QuickBooks when an invoice gets created in Maxpanda CMMS.

Select Create Invoice Action under step 2, Choose Action.

You must next connect to your QuickBooks account.

Click on “Connect an Account“

You will be asked for QuickBooks login & Authorization for API access.

zapier maxpanda api

Click on “Connect”.

zapier maxpanda api

Test connectivity using the “Test button”.

zapier maxpanda api

Click Save & Continue.

 

This next step is extremely important where you will be required to map important fields from your Maxpanda invoice data to QuickBooks.

zapier maxpanda api

At this point you’ll want to search your customers in QuickBooks OR create new customers if you do not have any customers.

Click Add a search step under customer field, this will add a new step in your Zapier workflow.

zapier maxpanda api

We now ask Zapier to search your customers in QuickBooks by using email. (You can also use other unique identifier such as phone number etc…).

Now map Maxpanda email fields in the dropdown to search value.

zapier maxpanda api

Creating a new Customer in QuickBooks if customer does not exists:

So, click on “Create QuickBooks Online Customer if it doesn’t exist yet?”

Map create customer fields from Maxpanda to your QuickBooks fields.

zapier maxpanda api

 

zapier maxpanda api

Now you can create a customer using fetched data.

zapier maxpanda api

This step will try to create a new customer in QuickBooks.

zapier maxpanda api

You may also login to QuickBooks to review if customer is created correctly.

Final step for complete integration is to create a template for invoice mapping.

Go to setup template for step 3 (Create Invoice)

zapier maxpanda api

Begin mapping desired fields for the QuickBooks Invoice with the Maxpanda invoice module. You must select fields from step one “New Customer invoice”.

zapier maxpanda api

 

zapier maxpanda api

 

zapier maxpanda api

You need to map each line item in invoice as shown below.

zapier maxpanda api

For Product / Service invoicing, your accounting software (QuickBooks) & Maxpanda have these entries pre-installed.

Example: All Invoice Item Types in Maxpanda should be present in QuickBooks

zapier maxpanda api

Values from QuickBooks

zapier maxpanda api

After reviewing this, map all fields to each line item. Once you’ve mapped all relevant fields, click continue – this will send a test invoice to QuickBooks.

zapier maxpanda api

 

zapier maxpanda api

Click send test to QuickBooks Online

zapier maxpanda api

Click “finish” once test is successful. You may also login to QuickBooks and verify if the invoice is successfully created.

At this point your Zap is ready. Turn it on once you’re ready begin using your brand new Zap.

meter software

Asset Metering Setup

Meter Reading

  1. Go to COMPANY menu then select METERING TYPES to define the type of meters to run on your ASSETS such as hours/levels/temp/odometer readings etc.
  2. Edit an existing Maxpanda METER (we provide 6 templates) type or create a new one to fit your needs.
  3. Assign it to your Site or Multi Sites (see the picture).
  4. Edit an asset and assign 1 or more metering types to it (your almost done).
  5. The HOURS example (in the picture) has a trigger set for every 80 hrs. Every 80 hours entered by staff on this asset, a new work order is generated.
  6. Feel free to print the qrcode of your asset. Using our freemobile app (GoMAX CMMS Assistant) staff are able to scan the asset’s QR Code, update the hours and save, using their smartphone.
  7. Each trigger (80 hours) will generate work orders for supervisors/editors/admins to assign to staff for completion.

Auto-pull PM template data into a Metering Work Order

NOTE: This feature uses PM TEMPLATES not PM’s.

1. Create a new PM template
2. Open it and click the checkbox to ACCESS IN METERING
3. Save

metering work orders

1. Add your desired METER reading type to any asset
2. Select your PM template from the dropdown menu
3. Save

metering work orders

CMMS Work Order & PM Calendar

Healthcare Efficiency with Maxpanda CMMS

If your not on Maxpanda, Your not optimized

Published on 

 cmms for ambulance   cmms for ambulance

By Maxwell Davidson

Healthcare companies, hospitals, and medical clinics have tons of equipment, infrastructure, and data that needs to be handled in a structured  and EXTREMELY SECURE manner. Inefficiencies in management not only affect productivity, but also raise the risk of liability. Fortunately, computerized maintenance management systems such as MAXPANDA CMMS offer a complete solution.

As healthcare continues to evolve, hospitals, clinics, rehab facilities and other medical centers need to look for solutions that offer streamlined and structured functioning. The MAXPANDA CMMS healthcare program ensures that your organizations maintains a high level of efficiency while keeping abreast with constant changes in your space. Here are the top five ways that MAXPANDA CMMS helps healthcare facility managers like you:

  1. Tracking supplies – Medication, chemicals, and other supplies are the backbone of any healthcare facility. A properly maintained database is essential, both for smooth day-to-day workings, reducing the risk of liability issues and adhering to legal/regulatory requirements. The best CMMS software helps facility managers to record ingoing and outgoing medication/chemicals, create reordering alerts, and maintain a database for tracking supplies. Since everything is automated, the time and cost savings are huge.
  2. Tracking maintenance tasks – With computerized maintenance management systems, facility managers can ensure that maintenance jobs are put on a proper schedule and conducted in a timely manner. Other than scheduling tasks, a CMMS system also allows managers to track jobs conducted on an “as needed” basis.
  3. Tracking patient needs – In a healthcare facility, patients are customers and their comfort and security is a priority. MAXPANDA CMMS software can help tremendously, by handling everything from HVAC temperature regulation, handicap accessibility, and food/drink requests to special machinery/medication, plumbing repairs, and more.
  4. Tracking equipment – Healthcare facilities rely on countless of assets, both within the facility and off. Every room has basic medical equipment as well as specialized machinery and accessories (e.g., wheelchairs, stretchers, lifts, arjo beds etc.) that are constantly moved around. Multiply this by the number of rooms, add offsite and backup machinery to your total, and there’s a large inventory of assets. The age of each item, warranty and repair information, quantity, and location are just a few details that need to be tracked at all times. CMMS software can reduce the workload tremendously.
  5. Tracking vehicles – Most facility managers don’t think of vehicles when they’re implementing CMMS maintenance software. However, vehicles used in hospitals and clinics need to be maintained and tracked as efficiently as the facility’s onsite medical equipment. After all, healthcare organizations must track everything from the number of ambulances and emergency vehicles available to their age, repair and warranty history, and their cleaning/maintenance schedules. Automated software makes this easier and faster.

Automated software cuts down time, effort and cost required for tracking patient requests, issuing jobs to relevant personnel, locating items, equipment  and maintaining a proper historical record of these activities (what happens when Mike retires?).

cmms for ambulance

Financial Gains for In and Out

Like any other industry, hospitals and clinics need to make money by maintaining their costs per yearly budget. Facilities that want to stay ahead of their competitors need to ensure that they work at maximum efficiency, increasing their profits in a manner that doesn’t raise the risk of errors, lawsuits, and liability issues. As with any other business, MAXPANDA CMMS systems allows healthcare organizations to save money by streamlining their facility and asset management. Maximizing efficiency is the best way to boost profits, which in turn allows the facility to invest in better equipment, clinicians, support personnel, and other assets that lead to an enhanced patient experience.

CMMS Parts and Inventory Management

CMMS Parts and Inventory Management

Parts

Create a new part

 

STEPS:

1. Go to your PARTS tab and CREATE PART
2. Fill in required fields:
a. Name – Enter the name of the part
3. Enter all the necessary non-required fields you wish to complete;
a. Part number – Enter any part number associated with the part you’re creating in your Maxpanda CMMS system
b. Quantity – how many parts do you have in inventory?
c. Unit price – the price of the part
d. Minimum level – At which point does inventory require replenishment? By checking in the ‘send email’ box, you will be notified when the inventory of the part you’re creating reaches a certain level.
e. Notes – you may include any notes pertaining to the part
f. Supplier – Select the supplier from the drop down list. If you need to create a new vendor, Please review VENDORS (section 13) by clicking here.
g. Storage location – Select the location in which the part is part from the drop down menu. If you need to create a new location, please review LOCATIONS (section 11) by clicking here
h. Files – any pictures or documents you wish to attach regarding the part
4. Save

You can also edit any building you have created by click on the edit button in VIEW ALL

 

PART NOTIFICATIONS:

For all Closed/Completed/Cancelled work orders the Company Admin/Editor, Site Admin/Editor will receive a reorder email notification
Update part, Company Admin, Site Admin will receive reorder email notifications

1. Assets
a. While creating Assets, the uniqueness for a record is Site Name + Asset Name.
b. Data will get override for a record if Site Name + Asset Name is already present in database. Then, it will update other fields for that record. Else it will create a new record for that Site.

2. Bins
a. While Creating Bins, the uniqueness for a record is Site Name + Bin Name.
b. Data will get override for a record if Site Name + Bin Name is already present in database. Then, it will update other fields for that record. Else it will create a new record for that Site.

3. Building
a. While Creating Building, the uniqueness for a record is Site Name + Building Name.
b. Data will get override for a record if Site Name + Building Name is already present in database. Then, it will update other fields for that record. Else it will create a new record for that Site.

4. Location
a. While Creating Location, the uniqueness for a record is Site Name + Location Name + Building Name. In this case we can have same Site Name and Location Name but Building Name must be unique. For example (Maxpanda HQ + Room 001 + Building A) and (Maxpanda HQ + Room 001 + Building B). Both records are new records.
b. Data will override for a record if Site Name + Location Name + Building Name is already present in database. Then, it will update other fields for that record. Else it will create a new record for that Site.

5. Part
a. While Creating Part, the uniqueness for a record is Site Name + Part Name.
b. Data will override for a record if Site Name + Part Name is already present in database. Then, it will update other fields for that record. Else it will create a new record for that Site.

6. Vendor
a. While Creating Vendor, the uniqueness for a record is Site Name + Vendor Name.
b. Data will override for a record if Site Name + Vendor Name is already present in database. Then, it will update other fields for that record. Else it will create a new record for that Site.

7. Customer
a. While Creating Customer, the uniqueness for a record is Site Name + Customer Email.
b. Data will override for a record if Site Name + Customer Email is already present in database. Then, it will update other fields for that record. Else it will create a new record for that Site.

CMMS Work Order & PM Calendar

CMMS Work Order & PM Calendar

Calendar

Monthly View: Shows all wo’s for each day

Weekly View: Shows all day items at the top and hourly scheduled wo’s

The Calendar provides added benefits when working with work orders. These include:

  • Hyperlinks open work orders
  • Drag n Drop work orders from 1 day to another
  • Alter entire pm occurences by day week or month
  • Alter either the pm schedule or future occurence
  • Change the amount of time alloted to complete the work order
  • Color coded links to show current status

Work Order status colors:

 

  • Yellow – pending, you need to approve a new work order.
  • Green means go – you’ve Approved a new work order.
  • Red – Overdue, was not completed or closed in time depending on the due date during the approval stage.
  • Black – Rejected. Add a note for history, the submitter receives this as well.
  • Grey – Cancelled. Maybe there we’re 2 submitted and you simply needed to cancel one.
  • Blue – FUTURE PM. These can only be viewed in the calendar (future dates) or in VIEW UPCOMING list.
  • Pink – Reopened. Maybe you forgot to add an invoice or picture. Go ahead reopen closed work orders.
  • Orange – Completed. This status color is reserved for the RESOURCE or MAINTENANCE ROLE only.
  • Brown – Closed. When the work is done, close the work order.

The Maxpanda CMMS Calendar view also provides instant popup notifications for more details per work order without actually opening the work order.